Daniel Goleman on compassion

in Psychology, Public Service

Excerpts:

There’s a new field in brain science, social neuroscience. This studies the circuitry in two people’s brains that activates while they interact. And the new thinking about compassion from social neuroscience is that our default wiring is to help. That is to say, if we attend to the other person, we automatically empathize, we automatically feel with them. There are these newly identified neurons, mirror neurons, that act like a neuro Wi-Fi, activating in our brain exactly the areas activated in theirs. We feel “with” automatically. And if that person is in need, if that person is suffering, we’re automatically prepared to help. At least that’s the argument.

But then the question is: Why don’t we? And I think this speaks to a spectrum that goes from complete self-absorption, to noticing, to empathy and to compassion. And the simple fact is, if we are focused on ourselves, if we’re preoccupied, as we so often are throughout the day, we don’t really fully notice the other. And this difference between the self and the other focus can be very subtle.

Some time ago when I was working for the New York Times, it was in the ’80s, I did an article on what was then a new problem in New York — it was homeless people on the streets. And I spent a couple of weeks going around with a social work agency that ministered to the homeless. And I realized seeing the homeless through their eyes that almost all of them were psychiatric patients that had nowhere to go. They had a diagnosis. It made me — what it did was to shake me out of the urban trance where, when we see, when we’re passing someone who’s homeless in the periphery of our vision, it stays on the periphery. We don’t notice and therefore we don’t act.

One day soon after that — it was a Friday — at the end of the day, I went down — I was going down to the subway. It was rush hour and thousands of people were streaming down the stairs. And all of a sudden as I was going down the stairs I noticed that there was a man slumped to the side, shirtless, not moving, and people were just stepping over him — hundreds and hundreds of people. And because my urban trance had been somehow weakened, I found myself stopping to find out what was wrong. The moment I stopped, half a dozen other people immediately ringed the same guy. And we found out that he was Hispanic, he didn’t speak any English, he had no money, he’d been wandering the streets for days, starving, and he’s fainted from hunger. Immediately someone went to get orange juice, someone brought a hotdog, someone brought a subway cop. This guy was back on his feet immediately. But all it took was that simple act of noticing. And so I’m optimistic.

via Daniel Goleman on compassion | Video on TED.com.

Emotional competence in public service

in Psychology, Public Service

Listed below are competencies extracted from the Emotional Competence Framework of the Consortium for Research on Emotional Intelligence in Organizations. They are the competencies that I think matter most to the effectiveness of people who help people.

Outstanding service providers:

  • Realize the links between their feelings and what they think, do, and say
  • Have a guiding awareness of their values and goals
  • Are reflective, learning from experience
  • Are open to candid feedback, new perspectives, continuous learning, and self-development
  • Are able to show a sense of humor and perspective about themselves
  • Can voice views that are unpopular and go out on a limb for what is right
  • Are decisive, able to make sound decisions despite uncertainties and pressures
  • Manage their impulsive feelings and distressing emotions well
  • Stay composed, positive, and unflappable even in trying moments
  • Think clearly and stay focused under pressure
  • Act ethically and are above reproach
  • Build trust through their reliability and authenticity
  • Admit their own mistakes
  • Meet commitments and keep promises
  • Hold themselves accountable for meeting their objectives
  • Are organized and careful in their work
  • Smoothly handle multiple demands, shifting priorities, and rapid change
  • Adapt their responses and tactics to fit fluid circumstances
  • Seek out fresh ideas from a wide variety of sources
  • Entertain original solutions to problems
  • Generate new ideas
  • Are results-oriented, with a high drive to meet their objectives and standards
  • Set challenging goals and take calculated risks
  • Pursue information to reduce uncertainty and find ways to do better
  • Learn how to improve their performance
  • Readily make personal or group sacrifices to meet a larger organizational goal
  • Find a sense of purpose in the larger mission
  • Pursue goals beyond what’s required or expected of them
  • Cut through red tape and bend the rules when necessary to get the job done
  • Persist in seeking goals despite obstacles and setbacks
  • Are attentive to emotional cues and listen well
  • Show sensitivity and understand others’ perspectives
  • Help out based on understanding other people’s needs and feelings
  • Understand the client’s needs and match them to services or products
  • Seek ways to increase the client’s satisfaction
  • Gladly offer appropriate assistance
  • Grasp a client’s perspective, acting as a trusted advisor
  • Are skilled at persuasion
  • Fine-tune presentations to appeal to the listener
  • Are effective in give-and-take, registering emotional cues in attuning their message
  • Deal with difficult issues straightforwardly
  • Handle difficult people and tense situations with diplomacy and tact
  • Orchestrate win-win solutions

(more…)